June 2014 to June 2019
Strong Foundations & Clear Pathways:
ACTION PLAN
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STRONG FOUNDATIONS&CLEAR PATHWAYS
NOTE:
THIS IS A WORKING DOCUMENT. THE PRIORITIES, AIMS AND OBJECTIVES SET OUT IN THE ACTION
PLAN WILL NOT CHANGE HOWEVER MINOR CHANGES MAY OCCUR TO ACTIONS TO SUPPORT
IMPLEMENTATION PHASES OR AS NEW INITITIATIVE OPPORTUNITIES EMERGE.
ANY AMMENDMENT TO THIS DOCUMENT IS SUBJECT TO THE APPROVAL OF THE EXECUTIVE
LEADERSHIP OF THE DEPARTMENT FOR CORRECTIONAL SERVICES FOLLOWING
RECOMMENDATION BY THE GOVERNANCE GROUP OVERSEEING IMPLEMENTATION.
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Contents
The Action Plan ................................................................................................................................................. 3
Why an Action Plan? ................................................................................................................................... 3
Priority 1: Offender Management and Rehabilitation .............................................................................. 5
Aim 1: Reduce women’s reoffending ..................................................................................................... 6
Objective 1
Deliver a correctional service for women to reduce re-offending .................... 6
Objective 2:
Deliver programs to meet the diverse needs of women. ................................. 12
Priority 2: Productivity and Performance .................................................................................................. 17
Aim 2: Gender responsive management practices. ......................................................................... 18
Objective 3
Workforce recruitment, training and development ............................................ 18
Objective 4
Correctional Policy and Planning ........................................................................... 20
Priority 3: Innovation, Leadership and Engagement .............................................................................. 23
Aim 3
Strong partnerships and alliances. ........................................................................................... 24
Objective: 5
Establish strong pathways to community, cultural linkage & support ............. 24
Attachment 1: Strong Foundations & Clear Foundations Diagram
Attachment 2: Ministerial appointed Workgroup and Governance Committee Overview
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STRONG FOUNDATIONS&CLEAR PATHWAYS
The Action Plan
2014-15 to 2018-19
The Strong Foundations & Clear Pathways: Action Plan describes the specific actions that will be
achieved to deliver on the aims and objectives of the Strong Foundations & Clear Pathways:
Women Offender Framework policy direction. The Strong Foundations & Clear Pathways: Action
Plan specifically identifies portfolio areas of the Department for Correctional Services
(Department) with lead responsibility for guiding and delivery of actions. Timeframes provide for
the monitoring of implementation of objectives, strategies and associated actions.
Why an Action Plan?
Women’s offending and re-offending is of concern to the whole community. Core roles of the
Department include the provision of opportunity for women to take responsibility for their
actions, restore or establish pro social connections with the community and acquire services
and resource to support their desistance from crime. The work of the Department can not only
provide direct benefit to women offenders but also given women’s ongoing membership of the
community also benefit community safety.
The Strong Foundations & Clear Pathways: Action Plan is focused on ensuring correctional
infrastructure, models of operation, programs, procedures and protocols relevant to addressing
offending by women.
Given fewer women are involved in correctional populations (5.86 per cent prison and 19.9 per
cent community corrections, 30 June 2015) the Department faces certain challenges in
addressing the unique needs, life circumstances and offence profiles of women offenders within
environments and models of operation often designed to manage the majority in the offender
population, male offenders.
The Strong Foundations & Clear Pathways: Action Plan has been developed to ensure equitable
treatment, not special treatment, of women offenders. The Department for Correctional
Services is committed to undertaking effective and efficient management of women offenders
in prison and community correctional setting.
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Strong Foundations & Clear Pathways Overview
Policy Statement:
Our responses take into account the gender and cultural needs, characteristics and life experiences of women
within broader offender management practices and as part of development of infrastructure, environments and
service pathways.
Operational Principles:

Gender and culture matter.

Environments, services and practices are responsive to the reality of women’s lives and needs.

Relationships matter.

Informed by best practice.
Action Plan:
DCS Strategic Priority 1: Offender Management and Rehabilitation
Objective
s
Aim 1: Reduce women’s re-offending
Deliver a correctional service for women to reduce re-offending.
Deliver programs to meet the diverse and unique needs of women.
DCS Strategic Priority 2: Productivity and Performance
Aim 2:
Objective
s
Gender responsive correctional services
Workforce recruitment, training and development.
Deliver gender responsive correctional policy and planning.
DCS Strategic Priority 3: Innovation, Leadership and Engagement
Aim 3: Strong Partnerships and alliances
Objective
Establish strong pathways to community and cultural linkage and support.
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Priority 1: Offender Management and Rehabilitation
Aim 1: Reduce Women’s Reoffending
Objective 1 Deliver a correctional service for women to reduce re-offending
Objective2 Deliver programs to meet the diverse needs of women.
Key to Responsible Areas
ASU – Aboriginal Services Unit
CC- Community Corrections
ODD – Offender Development Directorate
OD – Offender Development
PBS – People and Business Services
P – Prison (Adelaide Women’s Prison and Pre Release Centre)
SWSP - State-wide Services and Special Prisons Directorate
SPPP – Strategic Policy, Projects and Partnerships
PWO – Principal Women Offenders
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Aim 1: Reduce women’s reoffending
Objective 1 Deliver a correctional service for women to reduce re-offending
Outcomes:
Rehabilitation services focus on decreasing women’s reoffending
Women have increased opportunity to make restitution
Women’s safe reintegration into the community is enhanced
Women’s family, community and cultural connections are encouraged and supported.
Strategy 1.1
Enhance assessment and case management of women in prison and community settings
Rationale:
Consultation and research findings highlight the importance of assessment and case management taking into
account gender and cultural specific factors to enable compliance with orders and enhance women’s desistance
from crime.
Lead
Num.
Actions
SPPP
1.1.1
Commission a literature
review about screening
and assessment of
women’s needs.
PWO
1.1.2
Review interjurisdictional trends in
assessment and
intervention - women
offenders.
SPPP/
PWO
1.1.3
Analysis of current
assessment of women
in prison.
SPPP/
1.1.4
Review and strengthen
whole of sentence
management of
offenders; consider
women as a distinct
population.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Recommend change
requirements to whole
of sentence processes
for women, as required.
SPPP/
SWSP-P
1.1.5
Develop and
implement a program
to oversee change
requirements to whole
of sentence
procedures and
processes, as required.
P&
1.1.6
Develop a plan to fast
track women returning
to prison on Offences
Against Justice
Procedures to ensure
continuity in their
progression to eventual
release; implement.
PWO
Cross reference 1.2, 1.4,
1.5
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Strategy 1. 2
Develop a gender specific security risk classification tool for women in prison settings.
Rationale:
Women prisoners’ lower security risk (accommodation placement) along with their distinct needs, characteristics,
life experiences and family circumstances requires risk classification responsive to their gendered and cultural and
community re-entry support needs.
Lead
Num.
Actions
P & PWO
1.2.1
Review the outcomes
from current prison risk
classification tools and
processes.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
As required develop a
tool for use at the
Adelaide Women’s
Prison and Pre Release
Centre precincts.
P
1.2.2
Consult with relevant
personnel as part of
development and prior
to implementation.
P
1.2.3
Provide in-service for
relevant staff in the use
of the tool and
implement the tool.
Strategy 1.3
Develop a service model for management of low/medium risk women in prison settings.
Rationale:
Research highlights the importance of offender management approaches which provide opportunity to mirror
community living environments (to the degree possible) to enable prisoners to develop their capabilities and
capacity for safe community re-entry. Women prisoners’ lower security risk (in general) along with their gendered
needs (characteristics, life experiences and family circumstances) requires models of operation to enable them to
access certain development and service opportunities to enhance their reintegration pathways and support their
desistance from crime.
Lead
Num.
Actions
PWO
1.3.1
Investigate
low/medium risk prison
operational models for
women national/international.
P & PWO
1.3.2
Map and analyse the
current model of
operation of the
low/medium security
precincts, including
leave pass model –
AWP.
P & PWO
1.3.3
Identify a new
population flow and
accommodation
cluster approach for
precincts; include
consideration of the
program, employment,
restitution and privilege
system to be applied.
P & PWO
1.3.4
Develop an
implementation plan
for operationalising the
new precinct
approach; implement.
P & PWO
1.3.5
Twelve month review of
the new precincts
approach.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Strategy 1.3
Develop a service model for management of low/medium risk women in prison settings. (continued)
Lead
Num.
Actions
P
1.3.6
Develop and
progressively
implement a structured
day for women at the
Adelaide Women’s
Prison and Pre Release
Precincts.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Strategy 1.4
Introduce gender and culturally responsive management practices for women in prison.
Rationale:
Women’s lower overall security risk and women’s unique need (pregnant women, women with a complexity of
need and/or mental health concerns) requires specific consideration during the design and operation of
management practices. Numerous review reports have highlighted requirement for alternative methods of
management of women presenting at high personal risk or exhibiting behavioural concerns toward others.
Aboriginal women’s cultural needs also require specific consideration in management practices.
Lead
Num.
Actions
P/
1.4.1
Establish a distinct use
of force policy and
procedures for the
Adelaide Women’s
Prison and Pre Release
Precincts.
P
1.4.2
Deploy a specialist
response team to
AWP/APC which is
trained and skilled in
responding to women
offenders.
SWSP/
SPPP
1.4.3
Review SOP 90 and
processes. Subject to
findings, consider the
development of
separate SOP 90
procedures for the
Adelaide Women’s
Prison precinct.
PWO
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Cross reference to 1.2.1
PWO/P
1.4.4
Review the operation
of Opal Unit and
transition between
units; review associated
Local Area Procedures.
P
1.4.5
Implement Opal Unit
Review Findings, as
required.
P
1.4.6
Enhance incident
review processes at the
AWP&APC; monitor,
review.
SWSP-P
1.4.7
Work with community
stakeholders to ensure
culturally responsive
practices in
correctional settings.
P
1.4.8
Ensure Aboriginal
women have equitable
access to prison
feedback sessions, in
line with Aboriginal
male opportunities.
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Strategy 1.5
Strengthen transition planning and re-entry processes for women offenders.
Rationale:
Building on and strengthening the existing relationships between prison and correctional services and correctional
services and partner agencies is particularly important to enable clear transitional pathways for women offenders.
Lead
Num.
Actions
SWSP-P
1.5.1
Consult on elements for
a pre-release program
specifically designed
for women.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Subject to findings from
consultation develop a
project brief and plan
to establish dedicated
pre-release processes
and services for
women.
SWSP-P
1.5.2
Work with stakeholders
to identify transition
support programs to
assist women’s safe
community re-entry.
Focus on
accommodation,
training, employment
and mentoring
support/ networks.
P/SPPP
1.5.3
Link Grants Funding to
priority programs.
Cross reference 2.5.3
Strategy 1.6
Tailor service delivery practices to meet the needs of women in community correctional settings.
Rationale:
The type and length of orders and women’s responsivity while under supervision often differs to male offender
trends. The women’s population in community corrections is small and dispersed. Addressing these challenges
requires exploration of alternative models of operation to address management of women in the community.
Lead
Num.
Actions
SWSPCC
PWO
1.6.1
Stakeholder
workshop to explore
management of
women in
community
corrections; place
specific focus on
Aboriginal women.
SWSPCC
1.6.2
Explore the
establishment of 2
pilot models for
management of
women in
metropolitan
Adelaide,
SWSPCC
1.6.3
Develop an
implementation plan
for roll out of the two
pilots and implement.
SWSPCC
1.6.4
Investigate the
viability of a
community led
response for low risk
Aboriginal women in
a regional location.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Cross reference to
1.6.1consultation
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Strategy 1.7
Ensure women’s access to a range of sentencing options.
Rationale:
Research and the supervisory experience of the Department for Correctional Services suggests that well managed
community based strategies (for example, home detention) can form an effective punishment for women while
keeping them connected to their community (for example family and children) and providing them with
opportunity to make restitution (for example, community work).
Lead
Num.
Actions
SWSP-CC
1.7.1
Continue to increase
use of home detention
for women.
SWSP-CC
1.7.2
Investigate feasibility of
crediting approved
program participation
toward community
work requirements.
SWSP-CC
1.7.3
Continue to explore
opportunity for women
to make restitution
while in prison and as
part of Home
Detention.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Infrastructure Projects
Lead
Num.
PBS- P
1
Build and open Opal
Unit.
PBS- P
2
Build an Industrial
kitchen at the Adelaide
Women’s Prison.
PBS- P
3
Construct a new
recreation space at the
Adelaide Women’s
Prison.
PBS- P
4
Construct new
programs space at the
Adelaide Women’s
Prison.
PBS-P
5
Build and commission
visits centre at the
Adelaide Women’s
Prison
PBS-P
Actions
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Install a children’s
outdoor recreation
area attached to the
Adelaide Women’s
Prison precinct visits
PBS- P
6
Construct the
Greyhound Program
shed at the Adelaide
Women’s Prison.
PBS- P
7
Increase the number of
living units at the Living
Skills Precinct.
PBS- P
8
Locate a transportable
classroom at the Living
Skills Precinct.
PBS- P
9
Upgrade the Women
Centre – Unit C.
PBS- P
10
Develop a business
case for re-design of
the Women’s Centre
(dormitories); include
upgrade of the Health
Centre; implement.
PBS-P
11
Implement community
based facilities for
women; implement.
ODD
12
Incorporate women’s
needs in the design
and commissioning of
new bail
accommodation.
P
13
Develop Aboriginal
cultural space at the
Adelaide Women’s
Prison.
PBS-P
14
Develop a business
case for a parent unit
at the Adelaide
Women’s Prison.
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Aim 1: Reduce women’s reoffending
Objective 2: Deliver programs to meet the diverse needs of women.
Outcomes:
-
Increased gender responsive programming.
-
Rehabilitation services focus on decreasing women’s reoffending.
-
Women’s safe reintegration into the community is enhanced.
-
Women’s family, community and cultural connections are encouraged and supported.
Strategy 2.1
Expand education, training and work opportunities
Rationale:
Women’s distinct needs, characteristics and life experiences require consideration in the design of assessment tools
and programming to address the education needs, training and work readiness.
Lead
Num.
Actions
ODD
2.1.1
Implement
recommendations
arising from the
Education and Training
for Prisoners and
Offenders Strategic
Plan 2014-2017:
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
- Literature review.
- Review the delivery
of education.
- Design an education
model for women.
P/ ODD
2.1.2
Continue to link prison
industry with vocational
training and
employment
opportunities for
women to enhance
post-release outcomes;
expand opportunities.
P&
2.1.3
Establish a prison
industry KPI for women.
P
2.1.4
Expand work options for
women in pre-release;
focus on community
based options.
PBS –P
2.1.5
Review current funding
to prison industry for
women; address as
required.
ODD
2.1.6
Develop links with
higher education
providers to enable
pathways to Technical
and University sectors.
PWO
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Strategy 2.2
Develop gender and culturally responsive programs for women to reduce re-offending.
Rationale:
Evidence suggests that women respond best to correctional interventions and programming that address offending
behaviour in the context of interrelated issues including issues such as drug abuse, mental illness, past victimisation
and self-esteem.
Lead
Num.
Actions
P
2.2.1
Implement a process
for review of current
programming delivered
at the Adelaide
Women’s Prison and
Pre Release Precinct for
women.
PWO
2.2.2
Develop an information
guide for stakeholders
intending to deliver
programs for women in
prison.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Cross reference to
2.2.1
ASU
2.2.3
Deliver the Respect
Sista 2 Program.
ASU
2.2.4
Examine national
approaches to
programming for
Aboriginal women.
ASU/P
2.2.5
Expand program
options for Aboriginal
women.
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Strategy 2.3
Increase and support women’s access to their children.
Rationale:
Some women enter correctional services while pregnant, many more hold ongoing parental responsibility including
for minors. A focus on women’s parenting responsibilities is important. The developmental needs of children, the
potential influencing impact parental responsibilities can have on women’s thinking, attitudes and behaviour and
the opportunity afforded to reduce intergenerational correctional involvement are all essential considerations in
design of services for women who are parents.
Lead
Num.
Actions
SPPP
2.3.1
Scope the approaches
to supporting women
and children in
operation in other
jurisdictions.
P
2.3.2
Increase access by
women to their child
(children) and support
them to maintain
child/parent contact
throughout their time in
prison.
P
2.3.3
Develop a continuum
of programmatic
responses to increase
parenting skills and
capacity.
P/PWO
2.3.4
Investigate a
child/mother
reunification program
for deployment in the
pre –release phase:

-
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Weekend stays
Holiday programs
Access and
child/parent
communication
strategies.
Cross reference to
Infrastructure Project
number 14.
Strategy 2.4
Rationale:
Women frequently present to prison settings with pre-existing health and wellbeing needs and research suggests they
are more likely to access health services while in prison. Significant opportunity exists to take a preventative and
wellbeing approach to address their underlying health care needs. Women’s wellbeing and resilience is also a priority
focus as resiliency theory has been linked to reductions in re-offence rates.
Lead
P/PWO
Improve the health and wellbeing of women in prison.
Actions
2.4.1
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Develop a new gender
responsive interagency
agreed physical and
mental health strategy
with emphasis on:
- Increasing women’s
involvement in their
health care.
- Enhanced
communication and
streamlining of
information
exchange between
providers.
- Increased access by
women of
preventative and
primary health care
information/materials
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Strategy 2.4
Lead
Improve the health and wellbeing of women in prison. (Continued)
Actions
P
2.4.2
Review and as need
strengthen
management practices
and responses for
women with
disability/temporary
incapacitation to
reduce any barriers to
access of service at the
Adelaide Women’s
Prison.
SPPP-P &
CC
2.4.3
Undertake an annual
review of the DCS
Disability Services
Action Plan.
ODD
2.4.4
Ensure the DCS
Domestic Violence
strategy addresses the
needs of women
offenders including:
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
- Safety needs (visits,
accommodation
placement, prison
release)
- Processes to track
cases involving
‘perpetrators and
victims supervised in
the correctional
system.
- Processes to ensure
coordinated case
planning of cases
involving
perpetrators/
Victims.
- Establish principles
for the management
of offenders who are
victims of DV and
supervised by
correctional services.
PWO
2.4.5
Develop and identify
funding requirements
for a wellbeing and
resilience program.
Subject to approval
implement resilience
and wellbeing
approaches for staff,
and women offenders
at the AWP and APC
and community
correctional staff.
P
2.4.6
Ensure women’s
wellbeing by enabling
access to gender
appropriate clothing,
footwear and hygiene
products.
P
2.4.7
Ensure women prisoners
have access to a
privilege system
equitable to that
available to male
offenders.
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Strategy 2.5
Develop and implement a drug, alcohol and other substance strategy.
Rationale:
The link between women’s criminality and drug taking has been found to be strong. A comprehensive and
targeted approach is required to intervene in women’s lives and reduce offending.
Lead
Num.
Actions
P&
2.5.1
In partnership with drug
and alcohol service
providers and Hepatitis
C practitioners develop
a strategy to support a
harm minimisation
approach within the
prison including
education and health
and wellbeing
approaches for
assisting women.
P
2.5.2
Expand the range of
drug and alcohol
treatment and support
services available for
women including self –
help options.
SPPP
2.5.3
Link grant funding to
priority drug and
alcohol programs
P
2.5.4
Enhance security
measures to enable
detection of drugs
entering prison settings
and being used within
facilities.
PWO
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Regular review security
breach findings and
develop mitigation
strategies.
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Priority 2: Productivity and Performance
Aim 2
Gender responsive management practices.
Objective 3
Workforce recruitment, training and development
Aim 2
Gender responsive management practices.
Objective 4
Correctional Policy and Planning
Key to Responsible Area
ASU – Aboriginal Services Unit
CC- Community Corrections
ODD – Offender Development Directorate
OD – Offender Development
PBS – People and Business Services
P – Prison (Adelaide Women’s Prison and Pre Release Centre)
SWSP - State-wide Services and Special Prisons Directorate
SPPP – Strategic Policy, Projects and Partnerships
PWO – Principal Women Offenders
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Aim 2: Gender responsive management practices.
Objective 3 Workforce recruitment, training and development
Outcomes:
-
Staff has increased opportunity and clarity in working with women offenders.
-
Increased workforce capabilities and capacities through practice, service and technical development.
Strategy 3.1
Recruit, develop and retain a diverse and effective workforce.
Rationale:
Addressing the unique needs, characteristics and circumstance of women offenders requires a workforce
holding understanding and competency to promote positive interaction with female offenders to enable
effective and efficient management of women offenders.
Lead
Num.
Actions
SWSP-P
& CC
3.1.1
Invest in the
development of staff
through succession
planning to meet
current and future
capability needs.
SWSPP&CC
3.1.2
Explore opportunity
to increase the
participation of
Aboriginal people
working in
correctional settings.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Strategy 3.2
Implement gender specific training and in-service.
Rationale:
Incorporating training on gender specific and cultural principles in working with women will increase the
knowledge base of staff in prison and community settings and contribute to improving organisational culture in
working with women offenders.
Lead
Num.
Actions
PBS/ P
3.2.1
Deliver Entry Level
Training Modules in
line with policy
directions for working
with women
prisoners.
PBS/P
3.2.2
Review and as
required update
training modules
based on policy
requirements for use
of force, strip search
and movement of
female prisoners.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
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STRONG FOUNDATIONS&CLEAR PATHWAYS
Strategy 3.2
Implement gender specific training and in-service. (Continued)
Lead
Num.
Actions
SWSP-P
3.2.3
Provide enhanced
training modules for
staff working with
women in prison
which incorporate
understandings
about trauma
informed practice.
SWSPCC
3.2.4
Develop in-service
which incorporates
training on
engagement and
intervention with
female offenders
serving community
based orders.
Specifically explore
the use of positive
psychology within this
training.
PWO
3.2.5
Develop an intranet
site which provides
links to in-service and
research on working
with women
offenders.
PWO
3.2.6
Establish a state-wide
network of DCS
Officers as a sub
group of Shaping
Corrections: to
promote best
practice, inform
problem solving,
inform assessment
and case
management
developments;
provide input into
policy and
procedure
development.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Strategy 3.3
Build individual and collective wellbeing and resilience across DCS.
Rationale:
Building individual and collective wellbeing and resilience across the Department will contribute to
achievement the three business priorities of the agency. Evidence shows a link between a more productive,
innovative and engaged workforce and resilience.
Lead
Num.
Actions
PWO
3.3.1
Subject to funding
and approval
implement a
resilience approach
for staff at the AWP
and APC and
community
correctional staff.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Cross reference to
2.4.5
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Aim 2
Gender responsive management practices.
Objective 4
Correctional Policy and Planning
Outcomes:
-
Staff has increased opportunity and clarity in working with women offenders.
-
Increased workforce capabilities and capacities through practice, service and technical development.
Strategy 4.1
Enhance policy and procedures to ensure women’s needs are identified and addressed
Rationale:
Operationalising a strategic approach provides a consistent foundation to guide prison and community
processes and protocols in management of women offenders.
Lead
Num.
Actions
SWSP
4.1.1
Develop, based on the
Strong Foundations &
Clear Pathways:
Women Offender
Framework, a DCS
Policy document on
working with women
offenders; issue the
policy.
SWSP
4.1.2
Review the DCS Policy
on working with women
offenders and re-issue a
new 3 year DCS Policy
document.
All
4.1.3
Women offenders’
needs are considered
when developing and
reviewing Department
procedures.
PWO
4.1.4
Develop a tool to assist
staff with the
incorporation of
gender specific
considerations in the
development of policy
and procedures.
PWO-P
4.1.5
Review policy,
procedures & protocols
to ensure women's safe
parenting is supported
and enhanced.
SWSP-P
4.1.6
Review and redevelop
correctional standards
for managing women
in prison precincts in
line with policy intent.
SWSP-P
4.1.7
Develop gendered and
culturally responsive
protocol and local
area procedures at the
Health Centre for
women offender
management.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
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Strategy 4.1
Enhance policy and procedures to ensure women’s needs are identified and addressed (Continued)
Lead
Num.
Actions
SWSP-CC
4.1.8
Review
correctional
procedures and
local area
procedures
Community
Correctional orders
in line with
Department policy
intent.
Strategy 4.2
Rationale:
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Enhance data sets, data extraction and analysis capacity
Use of research and evaluation to identify emerging issues, trends and opportunities, and to inform future investment is
key to providing a contemporary and responsive correctional service system.
Lead
Num.
Actions
PWO
4.2.1
Review current
information
collated on female
offenders (prison
and community)
against their
specific needs;
identify any gaps in
data requirements
and implement a
mitigation strategy.
PBS
4.2.2
Develop a
quarterly statistical
report on female
offenders (prison
and community) to
help inform service
delivery, practice
and planning.
PBS
4.2.3
Provide on-line
access to
approved statistical
reports for internal
and external
stakeholder use.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
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Strategy 4.3
Enhance research capacity
Rationale:
Utilisation of research and evaluation is key to enabling the identification of emerging issues, trends and
opportunities and to informing future investment in contemporary and responsive correctional practices.
Lead
Num.
Actions
SPPP
4.3.1
Ensure research and
evaluation about
women offender’s
forms part of the
Departments research
agenda; engage
relevant state and
national government
and university sectors in
this agenda.
2014
2015
2015
2016
2016
2017
2017
2018
2018
Strategy 4.4
Enhance the electronic case management system
Rationale:
Ensuring case recording enables the identification of the gendered needs of women is important to the case
management process.
Lead
Num.
Actions
SWSP-CC
&P
4.4.1
Ensure women’s profile
and unique
circumstances are fully
reflected in the new
business case to build
an electronic case
management record
system.
2019
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Infrastructure Projects
Lead
SWSP-CC
&P
Num.
1
Actions
Enhance the current
electronic case
management system to
ensure that women’s
needs (e.g. parental
status) are fully
reflected in data fields.
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Priority 3: Innovation, Leadership and Engagement
Aim 3
Strong partnerships and alliances.
Objective 5
Establish strong pathways to community, cultural linkage & support
Key to Responsible Areas
ASU – Aboriginal Services Unit
CC- Community Corrections
ODD – Offender Development Directorate
OD – Offender Development
PBS – People and Business Services
P – Prison (Adelaide Women’s Prison and Pre Release Centre)
SWSP - State-wide Services and Special Prisons Directorate
SPPP – Strategic Policy, Projects and Partnerships
PWO – Principal Women Offenders
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STRONG FOUNDATIONS&CLEARPATHWAYS
Aim 3
Strong partnerships and alliances.
Objective: 5
Establish strong pathways to community, cultural linkage & support
Outcomes:
-
Positive relationships maintained with children, families, communities and cultural support systems.
-
Women’s cultural needs addressed through practice innovation.
-
Clear pathways to transition and post release support.
Strategy 5.1
Establish strong pathways to community and cultural linkage and support.
Rationale:
Establishing and maintaining relationships with other government and community sector partners are keys to
increasing the availability of services and support to assist women’s transition through the correctional service
system and to aid community resettlement and integration.
Lead
Num.
Actions
All
5.1.1
Continue to develop and
maintain effective
regional partnerships with
government and
community sector to
enhance their
contribution to
interagency initiatives
and projects.
P
5.1.2
Explore the establishment
of a professional visiting
scheme for women from
diverse cultural
backgrounds.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
Strategy 5.2
Develop and maintain formal relationships with Aboriginal communities
Rationale:
Establishing and maintaining relationships with Aboriginal communities is a key to increasing women’s cultural
connections and enhancing support for their transition through the correctional service system and community
resettlement and reintegration.
Lead
Num.
Actions
All
5.2.1
Establish and maintain
effective partnerships
with Aboriginal
communities to enhance
their involvement in
initiatives and projects.
P and
CC
5.2.2
Continue to maintain
partnership with the
Grannies Group and
foster relationships with
Elders in various
Aboriginal communities
to facilitate teaching of
culture and to enhance
the connection of
women to their
community.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
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Strategy 5.3
Strengthen cross agency agreements and protocols
Rationale:
Ensuring interagency memorandum, agreements and protocols deliver well integrated services for women
offenders is important to building and strengthen service alliances and creating a platform for service innovation
and reform.
Lead
Num.
Actions
SWSP-P
5.3.1
Strengthen agreements
with Families, Housing SA,
Health and Mental Health
Services, Disability SA
and Centrelink
All
5.3.2
Establish alliances and
partnerships to create a
platform for innovation
and service expansion
especially in the areas of
education, training and
employment, substance
treatment, trauma,
physical and mental
health services and
cultural support.
2014
2015
2015
2016
2016
2017
2017
2018
2018
2019
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Attachment 1
Extract from Strong Foundations & Clear Pathways: p7
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Attachment 2
1.
Ministerial Workgroup and Governance Structures
Ministerial appointed Workgroup
Purpose
A Ministerial appointed Workgroup formed on key parts of Government, business and community
interest groups including victim and offender advocates, will be tasked with regular review of
progress of the initiative.
The Workgroup will particularly be required to give consideration to the links being established
through the initiative to reform agendas dealing with justice sector reform, women’s safety, women’s
equity, access to physical and mental health services and employment, higher education and skill
development.
The Workgroup will be well placed to generate opportunity and ideas to advance outcomes for
women offenders, victims of crime and the community and problem solve barriers to advancement
of the initiative aims, objectives and strategies.
Meeting Schedule
Three meetings per annum
Membership
Membership of the Workgroup will be announced January 2016.
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2.
Governance Group
Purpose
The Department for Correctional Services Governance Committee is tasked with planning, project
management, monitoring and implementation of strategies. The Governance Committee reports to
the Chief Executive Officer and Executive Leadership of the Department for Correctional Services.
The Governance Committee also provides advice to the Ministerial Task Force on implementation of
projects and project outcomes.
Roles and Responsibilities
Members of the Governance Committee have the following responsibilities:

Provide overarching leadership of implementation of the Strong Foundations & Clear Pathways:
Women Offender Framework and Action Plan.

Planning, project management, monitoring and implementation of strategies and actions.

Provide advice to the Chief Executive and Ministerial Workgroup on progress and outcomes.

Review and monitors change outside of initial agreed scope and makes recommendation to
the Executive Leadership about any significant change to the Action Plan.

Identify and communicate government agendas and/or project pressures which may influence
or affect project outcomes.

Ensure the scope of strategies and actions align with the requirements of Government and for
approving or amending scope and reporting arrangements (as required).

Ensure that the highest levels of priority are maintained.

Review major risks and give guidance on their mitigation.
Meeting Timetable
Bi monthly, meetings may be scheduled as required.
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STRONG FOUNDATIONS&CLEARPATHWAYS
Membership
Executive Director, Community Corrections and Specialist Prisons (Chair)
General Manager, Adelaide Women’s Prison and Pre Release
Regional Director Community Corrections Northern
Director Strategy Policy, Planning and Partnerships
Director Offender Rehabilitation Services
Director Workforce Training and Development
Director Aboriginal Services Unit
Principal Advisor Women Offenders
Topic Champions: 1 staff member Community Corrections
1 staff member Specialist Prisons
External agency and community membership will be announced January 2016.
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STRONG FOUNDATIONS&CLEARPATHWAYS
Department for Correctional Services
South Australia
Telephone: 08 8226 9000
STRONG FOUNDATIONS&CLEARPATHWAYS
Facsimile: 08 8226 9226
Email: [email protected]
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